landlord services performance improvement plan · tenant involvement – performance improvement...

LANDLORD SERVICES PERFORMANCE IMPROVEMENT PLAN

OFFICER RESPONSIBLE: ISOBEL CHALCRAFT

Tenant Involvement – Performance Improvement Plan PERSON RESPONSIBLE: ADRIAN BEBBINGTON TENANT INVOLVEMENT WORKING TO DELIVER HRA OBJECTIVE 10: Offer residents the opportunity for real influence and involvement in the management of their homes

OBJECTIVE ACTION ISSUE SOURCE

PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME

PERFORMANCE MEASUREMENT

PROGRESS TO DATE

Resourcing TP arrangements

Conduct benchmarking exercise to assess whether resources are adequate to support TP in the existing structure and also in an ALMO structure.

Position Statement

TPO By June 2003

Officer time Relevant information to inform the budget setting / monitoring process.

How do we compare with other providers?

Completed Additional post at middle manager level identified as growth to establishment

Review the TP Strategy

To comprehensively review and revise the TP strategy, ensuring that the updated strategy reflects BV principles and links to TPC and other key strategies, e.g. equalities

Position Statement

TPO December 2003

Officer time, HFTRA

Design and Printing costs

Launch updated TP Strategy. Increased awareness amongst key stakeholders.

Test knowledge of strategy by survey

Initial research completed

Update the TP Compact

Review and update the Tenant Compact

Good practice initiative

TPO Working draft for consultation by October 2003

HFTRA time Revised Compact Reasonable awareness of Compact across tenant population (66%)

Examples of good practice obtained.

Develop mechanism to assess TRAs against

HFTRA TPO October 2003

Officer time, HFTRA

Agreed criteria for formal recognition

Assessment of TRAs

Discussions with HFTRA ongoing

TENANT INVOLVEMENT WORKING TO DELIVER HRA OBJECTIVE 10: Offer residents the opportunity for real influence and involvement in the management of their homes


PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS TO DATE

the formal recognition criteria.

of TRAs. accountability, representatives and democracy.

Develop equal opps policy statement for HFTRA and TRAs to demonstrate practical evidence of social inclusion.

Position Statement

TPO, HFTRA By October 2003

Officer / Volunteer time

Equal opportunities policy to be adopted by HFTRA, local TRAs and new TRAs.

Through recognition criteria and annual ‘health checks’

Links to corporate and housing services policy statements

Identify practical initiatives for contacting hard to reach groups by TP input in to development of housing equalities strategy and in the review of the TP strategy and TPC.

Position Statement

TPO Ongoing

Officer time Identifiable methods for to enable interaction with minority groups.

Increased number of participants from previously under-represented groups.

HINT set up

Set up BME tenant forum

Arrange first meeting Good practice-Croydon model

TPO September 2003

Officer time Consultative forum to explore needs of BME client group

Improved satisfaction on involvement from BME residents tested by survey

Interested residents identified.

Identifying preferred methods of

To conduct survey of tenants and lessees to identify preferred


TPO External consultants

Better understanding of preferred

Improved response rates to consultations

Completed,



PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS TO DATE

involvement and consultation

methods of consultation.

consultation methods.

Delivering training programmes for tenants & lessees

Conduct training needs analysis.

TPA Identified training needs for tenants representatives

Training plan Conducted initial training needs analysis

Prioritise training needs and identify training provider

TPA Training budget Identified annual training programme.

Annual rolling training programme established.

In progress

Promote and advertise training programme

TPA Training budget Increased awareness of training opportunities.

Increased number of participants in training events.

Deliver annual training programme

TPO Training budget / external trainers

Improved capacity of tenant representatives

Quality of participation

On going

Promoting alternatives for local management

Provide support and assistance to Woodlands Community Association in their exploration of RTM.

TRA TPO Officer time

Attendance at out of hours meetings

TRA decision to pursue a democratically chosen option.

Increased tenant awareness of management opportunities and number of tenant participants involved in the decision.

Option Study complete and Pre-Feasibility Study in progress.

Produce information to positively promote and encourage RTM and Tenant Empowerment

Position Statement

TPO, Housing Policy Officer, By April

2004

Officer time

Possible production and

Increased tenant awareness of opportunities for RTM, Tenant

Monitor number of requests and queries related to RTM and Tenant



PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS TO DATE

opportunities, e.g. leaflet, Homing In, handbooks, reception.

printing costs Empowerment and supported funding.

Empowerment.

Establish RSL forum to co-ordinate Tenant Involvement on mixed tenure estates

Initial officer meeting of key RSLs working in the Borough

HFTRA TPO December 2003

HFTRA time Establish a protocol for involving RSL tenants in local issues

Effective co-ordination of estate residents in matters of local interest

Some initial contacts made

Review TLCF Terms of reference to complement the development of the ALMO.

Review TLCF terms of reference to ensure that appropriate consultation arrangements exist between the Council and its tenants and lessees.

ODPM guidance

TSM by Nov 2003 Board and Member time

Effective consultation arrangements in place. Revised terms of reference agreed.

TLCF works as satisfactory mechanism for consultation.

Involving Lessees

Hold exploratory meeting with Lessees to consider the need and possible structure for a Lessee specific forum.

Tenants Conference 2001

LSM Officer time

Attendance at evening meetings

Working Group to do further work on setting up Lessee Forum.

First meeting held in February. Working Group identified.

Implement regular meetings of the Lessee Forum.

Exploratory meeting with Lessees, Feb 03

LSM

Summer 2003

Officer time

Attendance at evening meetings

Improved consultation with Lessees, and improved services for this client group.

Improved satisfaction levels

Scheduled for implementation in September

Implement regular meetings of the Lessee Forum.

Tenant Involvement in an ALMO

Gather examples of good practice for Tenant Involvement in

ODPM guidance

TSM by April 2003

Officer time Acquire information to produce gap

Proposals in place for the bid.

Complete



PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS TO DATE

structure ALMOs.

analysis between existing Harrow structure and ALMO structure.

Implement District Consultative Forums x 3

Develop forums to discuss local operational issues – consider composition, terms of reference etc

Good practice – reshaping proposal

TSM Report to TLCF

October meeting

Officer time Consultative forums in place

Local residents and ward councillors satisfaction level with consultative arrangements

Initial discussion with key Members August 2003

Consultation on ALMO proposal

Produce regular newsletters


TSM April 2003 and

ongoing

External designer Informed tenant population

Test by survey 73% of residents in 16% sample survey recalled the recent newsletter

Appoint an independent Tenants’ Friend

Good practice for ALMOs

TSM/HFTRA Officer time and consultant fees

Informed tenant population

Test by survey Appointment in progress

Hold a series of consultation meetings at District level

Good practice

TSM Autumn 2003

Officer time Improved information flow on ALMO proposal

Test by survey

Hold a consultation event at Mill Farm Close to discuss regeneration proposals

Residents meeting May 2003

TSM September 2003

Officer time/events

budget

Feedback on proposals

Attendance at event

Conduct a further telephone survey prior to submission of S27 request to S of S to delegate the housing

Good practice

TSM September 2003

External consultant

Knowledge of level of support from the tenant population for the ALMO proposal

Acceptable percentage not against the proposal



PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS TO DATE

management functions.

Elect Shadow Tenant Board Members

Seek initial expressions of interest

Good practice/ ODPM guidance

TSM April 2003

External consultant

Interested residents identified

Receipt of expressions of interest

Completed

Hold introductory meeting for interested tenants


TSM May 2003

External consultant

Informative meeting

Test by interest from attendees

Initial meeting held - completed

Induct interested tenants pending election arrangements

Good practice

TSM May to August 2003

External consultant

Good understanding of commitment involved

Participation in shadow board meetings and training events

Completed

Arrange elections for Tenant Board Members

ODPM guidance

TSM November 2003

External consultant

Tenants elected onto the ALMO Board

Board operational

8

Repairs Performance Improvement Plan PERSON RESPONSIBLE: John Francis REPAIRS WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE 7: Provide an efficient, high quality, reliable and cost effective responsive repairs service, and achieve the decent homes standard by 2010.


PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

That the telephone system is improved , including call waiting and better monitoring - user should be informed that mobile calls to hot line are not free

Short term: Purchase call centre telephone enhancements from the corporate First Contact telephone improvement initiative

Inspectors Comment

Authority to proceed

sought form ICT manager John Francis August 2003

£2000 Reduction in number of lost calls better holding information to callers waiting more accurate management information

System installed ; Improved call answering performance statistics.

In progress for September installation

Information should be developed on Service Standards and made available to tenants and leaseholders

Key service standards and expectations have been developed for the shape of partnering contracts following a number of workshops in November to March with members and tenants groups New standards have been agreed by TLCF and tenants groups Amendments to hand

Housing Inspectors recommendations CPA

John Francis and Ark

consultancy

Standards agreed with

residents and members

groups and with stake

holder workshops

New Repair

requirements to be issued to residents and leaseholders as part of the new contracts

Service standards for new contracts disseminated to stake holders , and to be used to determine key performance indicators to inform decisions in repair procurement process and contractor

Contractor appraisals in place during May and June for existing contractors. Key performance criteria in place to determine criteria for selection of partnering contractors

Completed

9

REPAIRS WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE 7: Provide an efficient, high quality, reliable and cost effective responsive repairs service, and achieve the decent homes standard by 2010.


PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

books currently being drafted to reflect new service standards and current legislative, Training on Customer care and performance expectations arranged for staff

element to hand bookd

drafted curently

undergoing consultation

appraisal on existing main contractors

Consideration given to appointment system for repairs when customer contacts.

Current use of numerous single trade contractors makes this difficult to achieve as a norm. Will be mandatory within the new responsive repairs contracts wef 1/4/04.

CPA housing inpection reccomendation

In progress. April 2004

Electronic communication between client and contractor

All routine jobs will be allocated an appointment at time of first report

All routine jobs given an appointment, and % kept by survey

Included in requirements for new responsive repairs contracts

Appointments available on request for surveyor to call

Call centre staff and surveyors to access and maintain electronic diaries.

Good practice, and CPA inspection

John Francis June 2003

Additional training for surveyors and front line staff

All surveyor appointments on GroupWise system or an Anite system

More timely pre-inspections, within agreed performance standard

In place

The Preferred option of moving to partnership with existing contractors should be reviewed to allow officers to explore a wider range of contractors who

Agreed by Portfolio holder

TSM In progress

10



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

can provide a multi trade and or geographically based Service Develop education

and internal communication programme Front line staff customer care training

Partnering procurement plan

John Francis May 2003

Some consultancy resources from Ark some training resources in terms of running workshops

A basic understanding of the concept of partnering understood by all stakeholders

No serious opposition to the basic principles

Training completed. Programme continuous.

Profile scope nature and scale value and volume of work within each district contract area

Partnering Procurement plan

John Francis Management

Management Information assistance in amending some existing report

Profile by area of the work ordered by trade schedule of rates and usage to provide key information to potential partner bidders

Report produced for the lasdt year’s activitiy

Completed

Draft Detailed contractor specification 9 scale skills local presence financial capacity track record etc

Partnering procurement plan

Ark Consultancy

Draft prepared for consideration by Residents group and repairs focus group

Repairs focus group - completed

Completed

Transition Contingency Planning ( i.e.: plan short term arrangements in case existing contractors with draw services early)

RW/ JF

August 2003

Staff time Risk assessment to be carried out for key contractors and high risk areas

Contingency in place

Meetings held with all existing contractors. Contingency plans being developed - ongoing

11



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

Test draft contractor specifications with all stake holders to ensure that they are all embracing

Partnering Procurement Plan

Ark / jf

Late may mid June

Ark Consulatncy time on workshops with staff the repairs focus group

Broad agreement on the specification

Repairs focus group signed up to plan

Completed

Consider contract options and agree forms to be used


Ark/ jf / legal/ audit

Some external specialist legal advice may be required

Agreement as to form of contract

Authority top proceed from legal and audit content statement

Completed

Consultation with exiting contractors to advise them of the forthcoming partner selection exercise. seek confirmation of those who may be open to an approach by larger responding contractors ( contractors may provide a brief profile to be included in later tender pack )


JF/ RW /IC

May and June

Some advice from legal and procurement staff

Meetings set up for last week in may

Completed

Agree detailed contractor selection process criteria time cost quality balance) and time table. Agree all stakeholder representation on selection panel

IC, JF Ark Resident

BVR groups Legal. Audit

Consultants and officer time Several meetings with BVR groups and key stakeholders

Agreed procurement plan

Completed

12



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

Place OJEu advertisement Prepare and issue detailed tender packs and questionnaires to organisations expressing interest

ARK /Jef IC June 2003

Printing and Stationary Cost advertisements etc possible set up a specific response line

Expressions of interest from a range suitably experienced and equipped contractors. Sufficient tender submissions to form a strong short list

At least 7-10 strong bidders who fully meet specification above sufficient to form a short list

In progress. OJEU advert placed.

Analysis of tender returns in strict compliance with procedure determined against task % above agree shortlist for each contract area

Tender evaluation

panel IC/JF/ARK Residents BVR panel

Mayor October 2003

Mayor Officer time 3 days

Tenders returned and a sufficient return to create a shortlist of at least three for all areas

Shortlist in place successful contractor notified and unsuccessful contractors briefed and informed as to reasons

Set Contractor challenge for second stage selection process and brief contractors accordingly

Ark /JF Sept 03

Ark and Officer time

Clear challenge requirements with measurable outcomes designed to measure approach attitude and commitment to improve and innovate

Contractors responding to challenge

Take up references and carry out site visits

Tender Panel as above Residents

Staff time and input on checking references

Marked and pointed assessment

As outcome clear and balanced

13



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

Repair focus group

October 2003

against original specification requirements and assessment on key performance indicators , validation of the information provided in documentation and references

recommendation to tender evaluation panel on all the key indicators

Selection Panel Contractors to present response to contractor challenge and panel scores contractors according to pre determined matrix approach

Tender Selection

panel October 03

Up to 5 days of constant meetings for selection panel recorded and videoed Committee room resources

That there are successful contractors for all three geographic areas and the gas contract and that all trade arrangement are covered

New contracts in place and contractors working from April 04

Void turn round periods need to be reduced to 30 days from average of 46 days

Some action has been achieved current turnaround is 36 days. However within the existing single trade contractual arrangements there is little scope for achieving further reductions New voids contract has been drafted and will be

Inspectors report

John Francis Let in

September 2003

Within existing budget some additional work by IT in loading new schedules

Reduction of void works turn around time form 42 days to less than 20 days. Contractors will be and held to liquidated damages if voids run over schedule

Reduction in average voids works turn around to less than 30 days. Aim to complete about 70 % of void repairs within 10 days

Contract OTT.

14



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

going out tender by late may based around one contractor for all trades. Current arrangements with HCS will continue

A formalised System is introduced to monitor and action repairs to communal areas on housing estates

Surveyors to carry out bi-monthly estate reports and copy summary report of findings/actions to ward Members and local TRA. Medium term, tenant services to be reshaped into three generic area teams, with principal officer team leaders responsible for area focus, and client responsibility placed on housing management officers. Cultural change required developing ownership by all local estate staff.

CPA Housing Inspectors report

Surveyors

In place

And operating

Budget provision exists for the proposed reshaping

Regular estate inspection reports updated monthly

Improved satisfaction from HFTRA and tenants association less complaints about surveyors and technical staff Estate Repairs specified properly on 1st visit by surveyor and completed on 1st order by contractor Improved appearance of estates less dilapidation graffiti and un attended damage

In place

The enabling order levels and the speed of

Action to increase in enabling orders to £200 would have

CPA housing Inspectors

J Francis September

2003

Some additional project resources will be required

Frontline staff without reference to surveyors

To increase % of repairs completed on fist

ICT system being implemented currently

15



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

approvals for variations be reviewed to allow more work to be completed on the 1st visit

resulted in insufficient financial controls within existing systems. Felt it was important to concentrate resources on new Diagnostic repairs ordering system

Report for assistance with process mapping and writing software

should raise approx. 80% of orders. Reduction in time form order being raised to being placed with the contractor Surveyors able to carry out more pre and post inspection

visit to a minimum. Able to validate BVPI 72 number of urgent repairs completed on time

Annual Gas servicing follow up work should have clear guidelines communicated to tenants

Agreed standards to be included in service standards work above. Tenants will be issued with work order receipt; where the defect is tenant responsibility standard letter will be sent

Gas Servicing

officer In place by

October 2002

Integration of Gas servicing onto Anite to hold records of all appliances and details of each service enabling us to track repairs and service history and also asset manage the heating systems

Francis

Project commenced completion expected May 2003

Temp data input entry clerk

Detailed information as to gas appliances and service history available to all staff accurate and up to date information as to equipment in each property

Reduction in cost of gas follow up work more proactive planning reduction in the number of gas services missed

Completed

16



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

Harrow's policy on assisted decorations be reviewed to ensure it is equitable to all elderly tenants

None at present information is insufficient to put forward any recommendations. Need the Tenant census information to assess potential demand and commitments

CPA housing Inspectors

TSM Budget

preparation for 2004/05

Detailed costing information from existing and previous programmes Detailed information about the tenant profile form the tenants survey needs to be evaluated

Report to Portfolio holders and or TLCF for , with costed alternatives for consideration within the budgets

Report to Portfolio holders and or TLCF for , with costed alternatives for consideration within the budgets

The Design and Build Service is reviewed with a view to improve performance , an agreed standard for design briefs and to allow sufficient time for the feasibility studies with a view to improving the efficiency of the three year programme

Process mapping of the procurement and delivery process has been undertaken, and a number of areas identified for improvement. Independent consultants are currently interviewing all key participants in the process; their recommendations will be collated and presented to all participants and senior managers at a Challenge day scheduled for the autumn. The process will then be changed

CPA Housing Inspectors Report Asset management strategy ALMO implementation strategy

TSM May 2003

Some IT project resources form NBA and Consul surveyors to map costing Micros surveys have provided soft ware and support and training

Reasonably accurate data to support ALMO bid Accurate data to inform Housing Stock improvement plans, better communications with residents as to future years improvement programmes for estates

Successful ALMO bid and costed Housing Investment strategy to meet Decent homes standard

Completed Detailed forward programme is being developed

17



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

to incorporate the identified improvements. Concurrently, standard technical briefs have been drawn up to ensure consistency on future schemes. The stock condition survey and local estate assessments will be completed in May 03. The Codeman asset management module will be implemented in May2003 to provide a planning data base to support future investment decisions, and the development of a programme to meet the Decent Homes plus standard by 2010.

18

ANTI - SOCIAL BEHAVIOUR AND NUISANCE - PERFORMANCE IMPROVEMENT PLAN - PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE 2: Tackle anti social behaviour and nuisance effectively

OBJECTIVE ACTION ISSUE SOURCE PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTPUT/OUTCOME


PROGRESS

1. Involve Stakeholders in Delivery of PIP.

1.1 Establish working group to oversee the PIP.

Good Practice Completed Officer Time

2.1 Send draft procedure to all TRA’s and obtain feedback.

HM by 30/9/03

Draft sent out

2.2 Finalise policy and procedure.

HM by 30/10/03

Feedback from TRA’s on procedure

2.3 Train Staff, Members, Partner agencies and resident reps

HM by 30/11/03

Well informed staff etc

2.4 Publish procedure in full and summary format.

HM by 30/11/03

2.5 Formally review every 12 months

By 30/4/04

2. Finalise Policy and Procedures.

2.6 Develop links with other West London authorities

Ongoing. In progress

3.1 Set up agreement for pilot service with Ealing Mediation Service.

Good Practice Completed

Officer Time Savings?

Increased resident satisfaction. Reduced cost of service.

Mediation Service available to residents

Completed

3.2 Evaluate pilot HM by 30/6/04

Analysis of pilot Report to SMT

3. Ensure Access To A Mediation Service

3.3 Identify and use other providers to provide benchmark

AHM’S From 30/9/03

19

WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE 2: Tackle anti social behaviour and nuisance effectively OBJECTIVE ACTION ISSUE SOURCE PERSON

TARGET DATE

RESOURCES REQUIRED



PROGRESS

4. 1 Identify good examples


Officer Time

Revised, rigorous, enforceable TA

TA distributed to all residents

Completed

4.2 Establish working group to analyse and identify changes

Completed Legal Costs –existing budgets Distribution Costs

Completed

4.3 Agree wording of revised TA with Legal and consult residents. NB Need to consider Law Commission Review of housing tenure. Due Oct 2003

TBC

NB Draft to be discussed with Plain English Commission and Office of Fair Trading

4. Review Tenancy Agreement

4.4 Introduce revised TA TSM by 31/3/04

5. Establish A Performance Monitoring Regime

5.1 Establish a set of local performance indicators.

Good Practice

By 30/5/03

Officer Time

PI’s established

5.2 Arrange quarterly GIS information

Requested Ability to identify hotspots

5.3 Introduce a routine audit of case files

AHM’s By 30/10/03

Adherence to procedures in all cases

5.4 Introduce Caseworks System to improve case management

HM by 31/12/03

(Subject to Corporate

timescales)

Grant Funded £440 pa running costs to be met from existing budget

20


TARGET DATE

RESOURCES REQUIRED



PROGRESS

6. Identify likely providers of a professional witness service.

Good Practice HM by 30/9/03

Officer Time Ability to quickly engage a PW if needed

PW’s identified

6.2 Undertake a feasibility report into the use of portable CCTV.


Officer Time Alternative evidence gathering resource

Report written

6 Improve Information Gathering For Court Cases

6.3 Approvals? 7.1 Working group to identify training programme.

Good Practice By 30/10/03

Officer Time

Well informed staff residents, partners and members

Training Programme underway

7.2 Consult staff on proposed programme.

AHM’s By 15/1103

Training Costs from ASB budget

7. Deliver Staff Training Programme

7.3 Identify providers for training.

Admin by 30/11/03

7.4 Prepare programme and begin to deliver.

AHM’S BY 30/12/03

Underway

8.1 Establish service specification and tendering process.


Officer Time More detailed information on availability & costs

Completed as part of ALMO SLA review process

8. Identify Alternative Providers Of Legal Advice

8.2 Undertake market test and appoint provider.


Officer Time More detailed information on availability & costs

Completed as part of ALMO SLA review process

9.1 Construct Job description and Person Specification.

Good Practice Consultant By 15/10/03

Consultancy Fees

Support for vulnerable tenants during first 12 months of tenancy.

Worker in post 9. Introduce A Tenancy Support Worker

9.2 Recruit Tenancy Support Worker.

By 31/1/04 Salary Costs £27-29k pa

21


TARGET DATE

RESOURCES REQUIRED



PROGRESS

10. Consider the introduction of a Neighbourhood Warden scheme

Discuss with RSl’S working in the Borough and organisations already using them

HQN Housing Manager

By 31/4/04

Officer Time Salary Costs

22

Recycling - Performance Improvement Plan David Hooper, Housing Manager - PERSON RESPONSIBLE WORKING TO DELIVER HRA OBJECTIVE Provide a clean, safe and tidy environment around our homes OBJECTIVE ACTION ISSUE SOURCE PERSON

TARGET DATE RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Offer households living on our estates easy access to recycling facilities for paper, metals, textiles, plastics and glass)

1.1 Establish feasibility of estate recycling with Council’s Recycling Offices & HCS the

Management Completed

Officer Time

Clear understanding of potential

Notes of meeting

Completed

1.2 Identify potential trial sites on housing estates and discuss with relevant TRA’s

Completed

Officer Time

List of Sites TRA Comments

List of Sites TRA Comments

Completed

1.3 Secure funding for any work necessary to develop mini recycling/compost centres

Completed Additional funs funds obtained from London Remade on August 2003

Officer Time

Funds available

Funds available

Achieved

23

WORKING TO DELIVER HRA OBJECTIVE Provide a clean, safe and tidy environment around our homes OBJECTIVE ACTION ISSUE SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

1.4 Consult with residents on estates

Housing Manager By 30/10/03

Officer Time

Resident Comments

Resident Comments

1.5 Install MRC’s


To be confirmed but in the region of £1000 per site

MRC’s in place

MRC’s in place

1.6 Evaluate success of MRC’s


Evaluation Report Evaluation Report

2. Offer households living in Council properties easy to access advice on recycling. (Furniture and Computer Parts Recycling and Home Composting)

2.1 Discuss with Council’s Recycling Officers

Housing Manager by 30/09/03

Officer time

2.2 Produce information pack for residents to be included in Tenants Handbook and on Website

Management Housing Manager by 30/11/03

Officer time Printing and distribution costs

Better advice for residents

Increased recycling

3. Participate in the Council’s Waste, Refuse and Recycling Meetings

3.1 Attend all future meetings of the group

Management Estates Manager Ongoing

Officer Time Better informed service Improved working relationships

Notes of meetings

24



EXPECTED OUTCOME


PROGRESS

4. Further information on recycling on Housing estates

4.1 Internet research

Completed

Officer Time Better informed service

Notes

Completed

25

Caretaking - Performance Improvement Plan PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE 9: Provide a clean safe tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME /

OUTPUT


PROGRESS

1. Reshape the Caretaking Service

1. 1Renegotiate caretakers terms and conditions*

Management Team

Completed Officer Time Legal Advice Anticipated yearly savings of £30K

More flexible service & reduced costs

New Contracts signed

Completed

1.2 Set up mobile teams of caretakers*

Management/ caretakers

Completed Officer Time More flexible service

Four Teams set up covering new areas

Completed

1.3 Introduce new timesheets*


Completed Officer Time Save time on admin/ Help improve service charge allocation

New timesheets in use

Completed

1.4 Introduce a new work allocation system*

Management Completed Officer Time Audit trail of all jobs through to completion

System up and running

Completed

1.5Review Stores/ordering process


Completed Officer Time Complete inventory of all stores. Agreement on equipment required. Identified suppliers.

Caretakers equipped to do the job efficiently

Completed

26

WORKING TO DELIVER HRA OBJECTIVE 9: Provide a clean safe tidy environment around our homes OBJECTIVE ACTION ISSUE


DATE

RESOURCES REQUIRED

EXPECTED OUTCOME /

OUTPUT


PROGRESS

1.6 Lease purpose built vehicles*


By 30/10/03 Housing Manager

Officer Time £13,000 pa extra lease charges £3,500 extra fuel costs

Caretakers able to respond more effectively to issues. Able to carry all equipment safely

Equipment immediately available to deal with all issues

Dependent on supplier and further review of vehicle type

1.7 Introduce Charge Hand Caretakers


1/12/03 Housing Manager

Officer Time Additional salary costs to be confirmed once job evaluated – approx £8kpa

Tighter control of caretaking service. Identified caretaker responsible for maintaining standards, liaison with residents, ordering stores

Day to day management issues dealt with by Charge Hand Caretakers Improved quality control

Job under evaluation

2. Improved Information

2.1 Draw up draft visit and task schedules for caretaking teams*

Residents Completed Officer Time Discussion Documents

Schedules prepared

Completed

2.2 Draft schedules to key residents for comment

Completed Housing Manager

Officer Time Comments by 10/1/03

Comments received

Completed

2.3 Prepare Output Specification and performance targets

Management 30/9/03 Housing Manager

Officer Time Clear standard for caretakers and residents

Measurable performance standards

27



DATE

RESOURCES REQUIRED

EXPECTED OUTCOME /

OUTPUT


PROGRESS

2.4 Send visit schedule, task schedule and output specification to each resident receiving a caretaking service

Residents 30/10/03 Housing Manager

Officer time Postage costs £500

Residents are better informed about their caretaking service

Schedules distributed

2.5 Update web site Residents 30/10/03 Housing

Manager

Officer Time Residents are better informed about their caretaking service

Web site Updated

2.6 Publicise standards through estate/block notice boards*



Standards on notice boards

2.7 Maintain bi -monthly meetings of resident group*

Residents Ongoing Housing Manager


Meetings held every two months

3.Improved

Monitoring

3.1 Introduce monitoring sheets for key residents*

Residents Completed Housing Manager

Officer Time Improved monitoring information

Sheets in use

3.2 Introduce weekly postal surveys of randomly selected residents*


Officer Time Postage costs can be contained within existing budget

Improved monitoring information

Weekly postal surveys underway

28



DATE

RESOURCES REQUIRED

EXPECTED OUTCOME /

OUTPUT


PROGRESS

3.3 Introduce Visual Quality check of 10% of all completed job sheets and telephone survey of 10% of all residents reporting jobs to check satisfaction with work*

Residents 30/9/03 Estates Services Manager

Officer Time


Checks documented

3.4 Collate and analyse performance information weekly

Housing Manager 30/10/03

Officer Time


Returns being analysed weekly

3.5 Investigate electronic monitoring/task management software *

Management Completed Housing Manager

Officer Time to conduct research £10,000 approx if introduced

Improved monitoring information Improved service charge apportionment

Completed

4. Improved Liaison

4.1 Establish regular liaison meetings with grounds maintenance refuse and street cleaning services

Management/ Caretakers

Completed Officer Time Improved communications

Increased customer satisfaction

Completed

Foster improved relations and routine contact between representatives and caretakers*


Ongoing Housing Manager

Officer Time More effective communication


29



DATE

RESOURCES REQUIRED

EXPECTED OUTCOME /

OUTPUT


PROGRESS

4.3 Integrate caretakers fully into housing management team


Ongoing Housing Manager

Officer Time More effective communication

Caretakers working alongside HMO’s in area based teams under the same manager

5. Market Testing

5.1 Specify Service and draw up tendering timetable.

Management Housing Manager by 31/12/03

Officer Time Prices to compare our costs against

Prices submitted by private companies

5.2 Identify the costs attributable to caretaking and rationalise service charge accounting

Housing Manager/ Finance manager February 2004

Officer time Accurate charging

Costs met through service charge recovery

5.3 Invite bids for providing caretaking services*

Housing Manager

May 2004 VFM check

30

Management Of Garages And Parking - Performance Improvement Plan – PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE Provide a clean, safe and tidy environment around our homes


PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Improved Management Information

1.1 Summarise findings of surveys of other local authorities into a spreadsheet

Garage Strategy Steering Group

Completed Officer Time

Clearer benchmarking data

Survey results analysed

Completed

1.2 Research private sector garage rents in the Harrow area.


Clearer benchmarking data

Survey results analysed

Completed

1.3 Complete waiting list & garage status spreadsheet*

Completed Officer Time Clear management information on availability of garages and demand

Improved letting times

Completed

2. Maximise Income from garages through differential rents

2.1 Identify garages to be subject to a higher increase and agree % increase.


Housing Manager by

20/10/03

Officer Time More occupied garages

2.2 Look at a minimum rent for private tenants*


Housing Manager by

20/11/03

Officer Time Increased income

31

WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE Provide a clean, safe and tidy environment around our homes


PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

3. Develop a Marketing Strategy to increase income from garages

3.1 Maximise take up from our current waiting list.


Completed

Officer Time Void rate at 15% or less

Void rate of less than 15%

Completed

3.2 Review of the lettings process


Completed

Officer Time Faster turnaround times

Completed

3.3 Return garages currently used by caretakers to available stock


Housing Manager by

30/12/03

Officer Time More garages available to let

3.4 Rationalise use of garages for storage by Housing Services


Completed

Officer Time More garages available to let

Completed

3.5 Produce standard adverts for use in publications and a separate bulletin for notice boards


Completed

Officer Time Void rate at 15% or less

Data on effectiveness of different media

Completed

3.6 Make sure minority groups are aware of garage availability


Garage Officer Ongoing

3.7 Record how new customers heard about the service and analyse records quarterly


Garage Officer Immediate & Ongoing

Increased demand

32



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

3.8 Utilise available free Media


Garage Officer Immediate & Ongoing

3.9 TRA Notice boards to advertise garages available locally

Garage Officer 30/10/03

Notices on TRA boards

3.10 Notice boards in communal halls


Increased demand

Notices on boards

3.11 Develop local performance indicators on void rate, arrears, re-let time etc


Completed Measurable performance indicators

Indicators established and reporting in place

Completed

3.12 Include in monthly report to HFTRA

Housing manager

Completed Completed

3.13 Report quarterly to Members via Information Bulletin

Completed

Completed

3.14 Use the Harrow web site and Intranet to advertise vacancies

Housing manager

Completed Increased demand

Garages advertised on web site and intranet

Completed

4. Identify Potential development Sites

4.1 Draw up list of priority sites for survey*



List of sites

List Available

Completed

33



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

4.2 Visit all priority sites


Shortlist of sites

Short List Available Completed

4.3 Discuss shortlist with Devt/Planners

Completed Officer Time Completed

4.4 Seek provisional Member approval to dispose of sites with potential


Portfolio Holder decision pending

5 Identify sites requiring improvement or having potential for alternative use

5.1 Survey all garage sites



Officer Time List of improvements to increase demand and/or list of sites that may have potential as storage units

Completed list Completed

6. Review Licence Agreement

6.1 Benchmark against examples of good practice


Completed

Officer Time

Tight licence agreement that enables effective management of garage areas and usage

Any necessary amendments made and new agreement in use

Completed

6.2 Discuss any proposed changes with GSSG


Completed

6.3 Discuss any proposed changes with user group

Completed

Officer Time

Completed

6.4 Introduce any revisions to the agreement

Garage Officer/AHM30/10/03

Printing Costs -£1,500 Legal Costs -

34



PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

Contain within budget

7. Ensure effective use of available parking space on the estates

7.1 Ensure that any future schemes to mark out bays on car parks include disabled spaces where possible.

Best Practice Research

Housing Manger by 30/10/03

Officer Time

More available parking for residents


7.2 Roll out parking permit schemes on all estates where it is practicable, there is a demand/ need and following local consultation

Ongoing

Officer Time

Abandoned and nuisance vehicles dealt with more effectively


7.3 Complete BV review on abandoned/ Nuisance Vehicles


Less abandoned vehicles on our estates

Completed

8. Examine potential for selling/ leasing all or part of the stock to a private company

8.1 Contact K&C and Westminster to discuss their experience

Garage Officer by 30/10/03

8.2 Report findings to Senior Management Team/ GSSG

Members Housing Manager by 31/12/03

Officer Time Clearer understanding of potential benefits/problems

SMT & GSSG briefed

35

Rent Arrears - Performance Improvement Plan PERSON RESPONSIBLE: DAVID HOOPER – HOUSING MANAGER WORKING TO DELIVER HRA OBJECTIVE 1: Maximise rental income

OBJECTIVE ACTION ISSUE SOURCE PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTPUT/ OUTCOME


PROGRESS

1. Involve Stakeholders in Delivery of PIP.

1.1 Establish working group to oversee delivery of the PIP.

HQN Workbook Completed Officer Time

Improved rent collection.

Group established

Completed

2. Finalise Policy and Procedure

2.1 Send draft procedure to all TRA’s and obtain feedback.

HM by 30/10/03

Comprehensive effective policy and procedures.

Draft sent out

2.2 Finalise procedure

AHMs by 30/11/03

Amended procedure

2.3 Train Staff, Members, Partner agencies and resident reps in new procedure.

HM by 30/12/03

Well informed staff etc

2.4 Formally review policy and procedures every 12 months

HM by 30/4/04 Review completed and any changes implemented

3. Use ICT To Support Rent Collection And Arrears Management

3.1 Make procedure available on line and add hyperlinks

HM by 30/12/03 Follows on from procedural review

Officer Time

Ease of access to information

More effective use of officer time

36

WORKING TO DELIVER HRA OBJECTIVE 1: Maximise rental income


RESOURCES REQUIRED



PROGRESS

3.2 Undertake feasibility study on use of Personal Digital Assistants (PDAs)

HM by 30/12/03 Officer Time

Reduced arrears

4.1 Develop promotional material for residents.

HQN AHMs by 30/12/03

Officer Time Distribution costs

Increased awareness of Council’s stance on rent payment

Publicity in place and reduced arrears

4. Publicise Revised Rent Arrears Policy

4.1 Update tenant and lessees handbook



Increased awareness of Council’s stance on rent payment

Publicity in place and reduced arrears

5.1 Analyse potential for Harrow of tenant incentive schemes.

AHMs by 30/9

Officer Time

Increase in advance payments

Analysis presented to SMT

Good practice: Kirklees, Derby, Waltham Forest

5. Research The Use Of Incentives

5.2 Seek Cabinet/ ALMO Board approval to consult on introduction of incentive scheme.

HM by 30/12/03 Officer time

6. Undertake Benefit Take Up Scheme

Develop promotional material.



Increased level of benefit take up

Publicity in place and benefit take up increased

37



RESOURCES REQUIRED



PROGRESS

Report to Cabinet.


See ASB Plan

Member Decision Completed 7. Establish Introductory Tenancies

Consult tenants 30/11/03 TSM 8. Reduce Former Tenant Arrears

Revise procedure including PI’s & monitoring regime

AHM’s by 30/9/03

Officer Time

Quick, effective and easy to use process

Procedure in place

Dedicated full time officer

Completed

Cost of additional admin support - £19k pa

Clear focus on FTA recovery & reduction in bad debt provision

FTA Officer relieved of all admin support duties

Completed

Introduce Experain On line Tracing Services

Completed Officer Time. Higher success rate in tracing debtors. Reduced costs

Increase in FTA recovery levels. Number of cases reduced via write offs where debtor can’t be traced.

Completed

Use small claims court procedure

FTA O by 30/9/03 Officer Time

Reduction in legal costs and increase in recovery rate

Procedure in place

Training complete. Procedure under revision

9. Develop a Debt Counselling Service

Arrange initial meeting with Housing Action Centre.

Best Practice Completed. Proposal received from HAC

Officer Time Expert debt advice available to our residents

Service in place Completed

38



RESOURCES REQUIRED



PROGRESS

Develop feasibility and present report to SMT or ALMO Board.


Arrange initial meeting with HAC to provide annual programme.

Best Practice Completed. Proposal received from HAC

Officer Time Expert advice available to our residents

Service in place Completed 10. Provide Welfare Benefit Training For Staff

Arrange training


11. Liaison Meetings CAB/HAC

Arrange initial meeting with HAC/CAB and establish quarterly.

Best Practice Completed Officer Time Clear working relationship

Meetings in place

Completed

39

Abandoned/Nuisance Vehicles - Performance Improvement Plan

PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE Provide a clean, safe and tidy environment around our homes


PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Improve the speed of removal of abandoned vehicles and quality of feedback to residents

1.1 Review reporting procedures

Management

Housing Manager/ Highways Division by

30/9/03


X% OF Abandoned vehicles removed within X days

1.2 Develop performance monitoring framework

DH/ Highways Division by

30/9/03

1.3 Investigate use of vehicle owner identification services and DVLA training to remove untaxed vehicles

DH/ Highways Division by

30/9/03

1.4 Train staff/ Members/TRA Representatives.

DH by 30/10/03

1.5 Publicise procedure/ powers.

DH by 30/11/03

Officer Time ‘’


40

WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE Provide a clean, safe and tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

2. Reduce the number of vehicles abandoned on estates

2.1 Roll out parking permit schemes

Management

Completed

Officer Time

Less abandoned vehicles on housing estates

Completed

2.2 Develop plan to install gates on identified parking/garage areas to control dumping of cars, other rubbish and parking by non residents

Completed. 10 sites identified ad consultation positive. Contractors briefed

£1500-1800 per gate. Can be contained in MEI budget

Completed

2.3 Examine the effectiveness of a clause in the Tenancy Agreement covering the abandonment of vehicles

’ DH by 30/11/03

3. Deal effectively with nuisance vehicles and provide quality feedback to residents

3.1 Develop procedures

Completed

Completed

3.2 Develop performance monitoring framework

AHM’s by 30/11/03

3.3 Investigate use of vehicle owner identification services

41

WORKING TO DELIVER HRA BUSINESS PLAN OBJECTIVE Provide a clean, safe and tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

3.4 Train staff/ Members/TRA Representatives

3.5 Publicise procedure/ powers

Management

DH by 31/1/04

Officer Time

Nuisance vehicles dealt

with quickly and effectively

Increased customer

satisfaction

42

Cleaning Of Internal Communal Areas Performance Improvement Plan – PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE 9: Provide a clean safe tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

1.Consult with residents about the best way to improve internal cleaning standards

1.1 Consult residents on arrangements for cleaning of internal communal areas.

Residents Housing manager

By 31/12/03

Officer Time Postage Costs

Improved cleanliness

within housing communal

areas

1.2 Identify blocks to receive service

Housing Manager by

30/11/03

1.3 Write specification for cleaning of all internal communal areas, including window cleaning

Housing Manager by

30/11/03

1.4 HFTRA input into spec

Housing Manager by

30/11/03

1.5 Advertise contract

To be confirmed

1.6 Select contractor To be confirmed 1.7 Advise residents of

selected contractor / start date for contract.

To be confirmed

1.8 Brief members/ staff.

To be confirmed

43


SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

2. Provide adequate storage facilities for the disposal of rubbish, ensuring they are accessible for all residents

2.1 Survey facilities

Management Completed Officer Time Improved cleanliness on estates – less

rubbish in communal

areas

2.2 Increase capacity where appropriate

To be confirmed depending on need/funds

2.3 Provide extra bins Estates ManagerOngoing from 31/1/03

2.4 Write specification for cleaning of all refuse facilities including bins

Completed in draft form

2.5 Identify blocks to receive the service

Completed

2.6 Advise residents of the spec


2.7 Advertise Contract


2.8 Select contractor To be confirmed 2.9 Advise residents of

selected contractor / start date for contract

To be confirmed but aim for 28/2/04

2.10 Brief key/members staff

To be confirmed

44


SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

3. Involve residents in monitoring standards

3.1 To be developed as part of the work to let a contract for internal cleaning

See above

4. Examine the Value of providing skips for the disposal of waste

4.1 Discuss with caretakers/ Refuse/ HFTRA

Caretakers Completed – Considered to be of little value other than at Xmas. Agreed to concentrate on recycling facilities

Less fly tipping of general waste on estates

4.2 Cost proposal

4.3 Pilot on a number of identified estates for 6 months and Evaluate

45

Community Centres - Performance Improvement Plan PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE Offer residents the opportunity for real influence and involvement


RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Conduct a financial Appraisal of each of the community centres

1.1 Provide baseline data

Management

Completed

Officer Time Clear financial picture

Data available to the group

Completed

1.2 Establish a working group to consider the data

Completed

1.3 Present report to SMT


Report submitted to SMT

2. Conduct an appraisal of the benefits each of the centres brings to the local community

2.1 Prepare base line data on usage

Completed

Officer Time

Clearer picture of community benefits

Data available to the group

Completed

2.2 Working group to consider


Officer Time Proposed amendments




3.Review the letting process

3.1 Consider any changes needed

WG by 22/9/03




46

WORKING TO DELIVER HRA OBJECTIVE Offer residents the opportunity for real influence and involvement OBJECTIVE ACTION ISSUE SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

4. Identify TRA aspirations for the community centres

4.1 Survey HFTRA/ TRA’S

TPO by 30/10/03

Officer Time Aspirations identified

4.2 Report submitted to SMT



5. Identify any sites with potential for the development of housing

5.1 Refer any potential sites to Planning for initial comments


Officer Time

Sites identified

Valuations prepared

5.2 Assess findings against income/ community benefits

Working Group by 30/9/03

Officer Time Data available to assess merits of different options

Assessment completed

6. Risk assess all community centres

Management Housing Manager By 30/10/03

Officer Time Risk assessments prepared £1.5k Costs Consultant

Risk assessments prepared

7. Identify all maintenance and improvement issues

7.1 Visit each site and identify

work/resources needed

Estates Manager /Surveyor by 30/10/03

Officer Time

7.2 Submit report to SMT


Officer Time Costings Report submitted

47

WORKING TO DELIVER HRA OBJECTIVE Offer residents the opportunity for real influence and involvement OBJECTIVE ACTION ISSUE SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

8. Identify best practice

8.1 Internet based search

Completed Officer Time Best Practice Identified

Report compiled Completed

48

Domestic Violence - Performance Improvement Plan

PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE Effectively support survivors of Domestic Violence


RESOURCES REQUIRED

EXPECTED OUTCOME


1.1 Cite Domestic Violence as a ground for possession in tenancy agreement.

CIH Housing Management Standards

TSM by 31/3/04 Officer Time Legal Costs Contained within existing budgets

Greater awareness of the penalties involved in committing acts of Domestic Violence.

Clause in STA 1. Reinforce the Council's stance against Domestic Violence

1.2 Use community notice boards etc to publicise the policy.


Officer Time Greater awareness amongst residents of support available

Higher reporting rates

2. Increase housing officer awareness of Domestic Violence

2.1 Provide induction training for all new housing officers within the first six-months of their employment


30/3/04 S&R Manager

Training Costs Identification of Domestic Violence during interaction with customers as well as enhanced and sensitive interviewing techniques and identification of available remedies

Training Programme in place

49

WORKING TO DELIVER HRA OBJECTIVE Effectively support survivors of Domestic Violence OBJECTIVE ACTION ISSUE SOURCE PERSON


EXPECTED OUTCOME


3. Help more victims of Domestic Violence to obtain an injunction

3.1 Identify voluntary organisation that can provide independent advice/support

s.152 Housing Act 1996

30/10/03 Housing Manager

Officer Time Assistance to victims of Domestic Violence empowering them in the legal process

Lower witness loss in legal cases

4. Improve monitoring

5.1 Fully utilise IT –Identify software to assist in the management and monitoring of cases

Challenge session

Completed Officer Time Clear management information

Routine analysis of trends

Caseworks software to be introduced Autumn 2003

Report to HFTRA monthly

WEF from 30/1/04

Report to Members quarterly

WEF from 30/1/04

Analyse against HAT trends

WEF from 30/1/04

50

Graffiti Removal – Performance Improvement Plan PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE Provide a clean, safe and tidy environment around our homes


PERSON TARGET DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Improve response times

1.1 Identify a specialist contractor(s) to carry out this work

Management

Completed

Officer Time

More effective cleaning.

Completed

1.2 Review procedure/ performance indicators

Housing Manager/ Repairs Manager By 30/9/03

Officer Time

Faster response times

Cleaner estates

1.3 Train staff in revised procedure


Officer Time

Increased staff awareness

1.4 Provide caretakers with equipment & training to obliterate/ Remove offensive graffiti immediately

Management Housing Manager By 30/11/03

Officer Time/ Sundry Equipment/ Training

Faster initial response to graffiti whilst permanent removal is arranged

Offensive graffiti obliterated more quickly

2. Provision of better quality information on service and standards

2.1 Publicise service and standards


Officer Time

Increased customer awareness

Procedure published

51

WORKING TO DELIVER HRA OBJECTIVE Provide a clean, safe and tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

2.2 Get estate Services office on line and publicise contact details

Housing Manager By 30/10//03

£200 IT costs

Additional means of reporting graffiti

Estate Services officers on line

3. Prevention of graffiti

3.1 Set up database of tags to aid prosecution of offenders

AHM’S/ HMO’S/ Police By 31/12/03

Officer Time Officer Time

Easier identification of offenders

Database set up

3.2 Set up a working group to consider diversionary tactics- Consider research carried out by PEANuT (sic) for Newcastle upon Tyne

Housing manager By 30/3/04

Plan developed to divert graffiti artists

Working group established

52

Grounds Maintenance - Performance Improvement Plan PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE 9: : Provide a clean safe tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

1. Clear Specificat-ion Covering Key Tasks

1.1 Review specification with residents*

Residents Completed

Officer Time

Defined resident expectations

Notes of meetings

Completed

1.2 Produce a revised, easy to understand output based specification with clear performance standards. Emphasis on quality

Housing Manager/Parks

by 31/12/03

£30,000 growth for improved standards in existing spec built in to 2003-2004 budget Officer Time

Improved Specification

Completed specification

1.3 Publish the spec in an easy to understand document


by1/4/04

Officer Time

Residents understand standard to expect

Specification published

1.4 Introduce scheduled visits to estates by contractors


by1/4/04

Officer Time Printing Costs -TBC

Residents know what to expect Easier monitoring

Schedule of visits in place and operating correctly

Dependent on co-operation from Harrow Contract Services

2. Establish Effective Monitoring Arrange-ments

2.1 Increase level of monitoring

Residents


Improved standards

Improved standards

Completed

53

WORKING TO DELIVER HRA OBJECTIVE 9: : Provide a clean safe tidy environment around our homes OBJECTIVE ACTION ISSUE

SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

2.2 Improve monitoring records


Residents and officers have better management information

Increased number of documented visits to estates

Photographic records now being kept

2.3 Involve residents in monitoring

DH/GN – Underway

Officer Time

contractors clearly understand customer expectations

Published performance figures

Ongoing

2.4 Publish results regularly


by1/4/04

Officer Time

Contractors have a clear customer focus

2.5 Regular meetings with residents to discuss issues

In place. Continue at 8 week intervals

Officer Time

2.6 Regular meetings with contractors to discuss performance


by1/4/04

Officer Time

3. Market Test Service

3.1 Contract due for renewal 31/12/04. Test service to see if Housing would be better served by a contract which covers just our land

Residents: want a stand alone contract for Housing if The current arrangements fail to deliver

DH by 31/12/03 Officer Time Advertising Costs Legal Costs

Clear information on cost of alternative means of provision

Report to SMT NB. At 30/8/03 consensus that the current arrangements can’t deliver what is needed.

54


SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

4. Develop A More Cohesive Approach To Grounds Maintenance Issues

4.1 Develop a pilot tree management Plan

Parks Services

Completed. TRA considering

Officer Time/ Consultants Fees £670 from existing budget

Grounds maintenance work carried out in systematic and coherent way, dealing with the issues on individual estates

Pilot tree management plan drawn up and residents consulted

Initial feasibility completed

4.2 Consult residents on pilot tree management plan


by 15/10/03

Officer Time

4.3 Develop a model for future planting schemes which ensures that they help: Soften hard environments Disguise eyesores Define boundaries Increase security Reduce noise transfer

Parks Officer by 30/9/03

Officer Time

Model for future planting schemes in place with resident approval

4.4 Consult residents on the model


by 30/11/03

Officer Time

4.5 Identify a priority list of estates that require replanting using the model


by 30/12/03

Officer Time

Priority list of estates agreed

55


SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

5. Encourage Resident Involvement In The Maintenance Of Their Estate

5.1 Test the interest of tenant groups in maintaining some communal areas on estates

Management Housing Manager/Parks

by1/4/04

Officer Time

Feedback from residents

Survey completed

5.2 Identify potential funding

5.3 Consider a prize scheme for the best kept estates

6.Ensure That House Gardens On Estates Are Well Maintained

6.1 Put in place a programme of estate ‘blitzes’ to identify and deal with unkempt gardens *

Management

AHM’S by 1/2/04

Officer Time

Tidier estates

Programme in place and underway

6.2 Review powers available to deal with RTB properties


Completed

6.3 Investigate the possible value/cost of a tool hire scheme.

Best Practice Paper based exercise

completed

Officer Time Costs/benefits identified

Report available for SMT

7. Ensure That Vulnerable Tenants Are Catered For

7.1 Review existing scheme against best practice models

Management Housing Manager/Parks

by1/4/04

Officer Time

Improved service for vulnerable residents

Customer Satisfaction Ratings

Example: Watford

56


SOURCE PERSON


EXPECTED OUTCOME


PROGRESS

8. Consider Opportunities For Training and Rehabilitation Of Young People

8.1 Raise with New Harrow Project Team

Management

DH by 30/10/03

Officer Time Training Opportunities for Harrow residents

Example: BCB?

8.2 Discuss with Youth Offending Team

Management

DH by 30/10/03 Increased pool of skilled labour

9. Explore Use Of Caretakers To Caretakers To Carry Out Basic Tasks As A Support To The Main Contract

9.1 Identify possible tasks

Caretakers Completed Officer Time

Increased job satisfaction

Tidier estates Increased customer satisfaction

Completed

9.2 Identify training and equipment needed

Caretakers Completed Expenditure on equipment/ training -TBC

Small jobs carried out more quickly

Improved staff morale

57

Estate Inspections And Minor Estate Improvements - Performance Improvement Plan

PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE Provide a clean, safe and tidy environment around our homes


RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Improve resident satisfaction with Estate Inspection Process

1.2 Review report format/work ordering process

Residents

Completed Staff time with the exception of the trial environmental audit

Greater clarity of information, improved feedback and faster completion of work

Increased satisfaction ratings

Completed

1.3 Review performance indicators*

Management

Completed

Set standards to measure performance against

PI’s published

Completed

1.4 Introduce a monthly performance report for HFTRA

HFTRA

Completed

Set standards to measure performance against

Reports produced each month

Completed

1.5 Raise the profile of the inspection process with other Divisions*

HFTRA




1.6 Encourage informal inspections with TRA’s reps at more frequent intervals (monthly?)

Management/ HFTRA

Completed Greater clarity of information, improved feedback and faster completion of work


Completed

58



EXPECTED OUTCOME


PROGRESS

1.7 Integrate more effectively with the MEI budget process, and with the Asset Management Strategy

Management

TBC

More effective use of resources

1.8 Conduct environmental audits to identify needs for improvements

Management

Trial audit by 30/4/04

More effective use of resources

Integrated approach to improving the estates Integrated approach to improving the estates

2. Make the Minor Estates Improvement Budget a more effective tool for improving the external environment on estates

2.1 Raise the profile of MEI projects/ budget amongst

officers*

Management

Housing Manager by

30/4/04



2.2 Provide HFTRA with monthly progress updates

HFTRA

Completed

Better quality information

Reports produced each month

Completed

2.3 Build up a store of schemes ready to go at short notice

Management

Completed

Reduced possibility of under spend

Budget spent at year end

Completed

59



EXPECTED OUTCOME


PROGRESS

2.4 Review MEI/TMI process with HFTRA/staff.

Residents


2.5 Produce a revised procedure

Management

Housing Manager

by 30/10/03

Agreed, updated process for spending the money available to improve external environment that reflects resident expectations and any revised structure

Increased understanding of process, greater satisfaction with outcomes, greater delegation of budgets, more locally focussed approach

60

Racial Harassment - Performance Improvement Plan PERSON RESPONSIBLE: David Hooper, Housing Manager WORKING TO DELIVER HRA OBJECTIVE Effectively tackle all forms of harassment


PERSON TARGET

DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

1. Reinforce the Council's stance against racial harassment

1.1 Cite Racial Harassment more clearly as a ground for possession within the tenancy agreement.


TSM by 31/3/04

Officer Time Legal Costs

Contained within existing budgets

Greater awareness of the penalties involved in committing acts of Racial Harassment

At sign up. Increased number of court actions against perpetrators

2. Review policy and procedures.

2.1 Review existing policy and procedure document in consultation with stakeholders, customers and staff


HM by 30/10/03

Officer time Increase in reporting of Racial Harassment Case audit against policy.

Draft in consultation. Reporting forms redesigned for consultation with partner agencies

2.2 Focus group of past victims of Racial Harassment

Challenge Sessions

Housing Manager by

30/11/03

Officer Time Greater understanding of the needs/views of service users

Focus group held and feedback presented to SMT

2.3 Utilise GIS data to identify and target hotspots

Challenge Sessions

Housing Manager by

30/10/03

Officer Time Ability to target resources more effectively

GIS data analysed monthly

Dependent on work being carried out by Community Safety Team

2.4 Set targets for increasing reporting of Racial Harassment


Housing Manager by

30/10/03

Officer Time Increased reporting

Targets in place

61

WORKING TO DELIVER HRA OBJECTIVE Effectively tackle all forms of harassment OBJECTIVE ACTION ISSUE


DATE

RESOURCES REQUIRED

EXPECTED OUTCOME


PROGRESS

2.5 Formally review every 12 months

Starting 30/4/04

3. Develop well trained staff in tackling Racial harassment

3.1 Provide induction training to all new members staff and core training to all.


Start by 30/11/03

S&R Manager

Resources from training budget. Can possibly tie in with funding via ASB budget

This training will provide staff with the knowledge, support and confidence to deal with clients and perpetrators

Survey staff on training offered as well as periodic review of performance in consultation with staff

Cultural Awareness Training be organised by CST for Autumn 2003

4.1 Include TRA's in all training sessions

Challenge Sessions

Ongoing Officer Time Greater understanding of race issues amongst representatives

TRA attendance at training

4. Publicise racial harassment policy more widely in the community 4.2 Utilise community

resources eg TRA Notice boards , community centre notice boards


Officer Time Greater awareness amongst residents of support available

Higher reporting rates

5.1 Fully utilise IT –Identify software to assist in the management and monitoring of cases

Challenge session

Completed Officer Time Clear management information

Routine analysis of trends

Caseworks software to be introduced Autumn 2003

5.2 Identify Responsible Officer

Completed Completed

5.3 Report to HFTRA monthly

WEF from 30/1/04

5.4 Report to Members quarterly

WEF from 30/1/04

5. Improve monitoring

5.5 Analyse against HAT trends

WEF from 30/1/04

62

Homeownership And Lessee Service Performance Improvement Plan PERSON RESPONSIBLE: Ray Ward HOMEOWNWERSHIP AND LESSEE SERVICES WORKING TO DELIVER HRA OBJECTIVE : Provide an efficient, cost effective tenancy and lease management service


DATE

RESOURCES REQUIRED

EXPECTED OUTPUT/OUTC

OME


PROGRESS

1. Ensure Customer requirements are reflected in the service

1.1 Set up the Leaseholders Forum

Customer Request Position Statement Comparative Information

Isobel Chalcraft 1/3/03

COMPLETED

Officer time Venue Costs Refreshments

Improved customer satisfaction levels reflected in annual opinion survey

Leaseholder Forum in place

Completed

1.2 Review service standards in liaison with leaseholders and potential leaseholders

Position Statement

LSM October 2003

Leaflet production Officer time

Agreed set of standards for leaseholder services

To be established when standards agreed

1.3 Publish service standards.

Position Statement

After 1/11/03 Leaflet production Officer time

Improved customer satisfaction levels reflected in annual opinion survey.


1.4 Establish the equalities monitoring requirements of the service to conform to best practice.

Position Statement Comparative information

By 1/12/03 Officer time Improved customer service


2. Provide clarity of leasehold

2.1 Review and update the leasehold

Position Statement

Review by 1/12/03

Officer time Printing costs

Procedures in place Improved

TBA

63

HOMEOWNWERSHIP AND LESSEE SERVICES WORKING TO DELIVER HRA OBJECTIVE : Provide an efficient, cost effective tenancy and lease management service


DATE

RESOURCES REQUIRED


OME


PROGRESS

management policy and practice

management procedures (including dealing with LVTs)

customer satisfaction

2.2 Formalise the methods of keeping up to date with legislative and regulatory changes.

Position Statement

By 30/9/03 Officer time Procedures in place

TBA Discussions ongoing

3. Provide a high quality sales service.

3.1 Compare the level and quality of information given to Right to Buy applicants, purchasers and assignees with other local authorities.

Position Statement

By 1/4/04 Officer time Best practice implemented

TBA

3.2 Review the format and content of the Lessee’s Handbook (including information given to assignees).

Position Statement

By 31/8/03 Officer time Printing Costs

Improved customer satisfaction

Revised Lessees handbook

New handbooks available October 2003

3.3 Establish the full cost of the Right to Buy service

Position Statement Comparative work

By 1/4/04

Officer time

Clear understanding of the cost of the service

% increase or decrease in the cost of the service

3.4 Review the service level agreements and

Position Statement

By 30/11/03 Consultant’s time

Revised service level agreements Improvements in

TBA

64



DATE

RESOURCES REQUIRED


OME


PROGRESS

split of responsibilities between all departments involved in the RTB process.

terms of cost or quality

3.5 Establish accurate performance data for the RTB service.

Position Statement

By 1/6/03

Officer time Accurate picture of performance levels

TBA

3.6 Benchmark the service with other local authorities.

Position Statement

By 1/4/04 Officer time Accurate picture of performance levels

TBA

4. Ensure that the lease is reviewed regularly

4.1 Review the lease from a management perspective.

Position Statement Challenge work

By 1/4/04 Officer time Review of the lease and action plan

TBA

4.2 Ensure that a copy of the lease is contained on each leaseholders file.

Position Statement

By 1/1/04 Officer time Copying costs

Improved customer service

Lease on each file

5. Improve standards of Customer Care

5.1 Consult with the Leaseholders’ Forum on their satisfaction with the service provided and identify improvements.

Position Statement Comparative work

By 1/1/04 Officer time Agreed improvements

TBA

5.2 Revise the format and conduct

Position Statement

Revise Format by 1/4/04

Officer time Printing costs

Revised survey TBA

65



DATE

RESOURCES REQUIRED


OME


PROGRESS

of the annual lessee survey and ensure that follow-up action is taken to improve the service and leaseholders informed.

6. Ensure that service charges are made in accordance with the lease.

6.1 Review the use of rateable values as a method of apportioning services charges.

Position Statement

Commence review by

1/1/04

Officer time Review of apportionment method

TBA

6.2 Review the level of information provided to lessees on service contracts.

Position Statement

By 1/4/04 Officer time Improved Customer Satisfaction levels

TBA

6.3 Undertake the Housemark cost and resource benchmarking exercise

Position Statement

By 1/4/04 Officer time Clarity on cost of service in comparison with others

TBA

6.4 Review the way in which service charges are compiled and look at establishing more regular checks of qualifying costs.

Position Statement


TBA

66



DATE

RESOURCES REQUIRED


OME


PROGRESS

6.5 Compare the range of payment methods available with other local authorities.

Position Statement


TBA

6.6 Compare Harrow rent and service charge collection policies for parity of approach.

Position Statement

By 1/4/04 Officer time Parity of service provision

TBA

6.7 Review the working relationship with Lessee Services and the Treasurers Department.

Position Statement

By 30/11/03 Officer time Clarity of roles and responsibilities

7. Improve financial management

7.1 Consider introducing a sinking or reserve fund.

Position Statement

COMPLETED Officer time Review document

TBA Completed

8. Operate an efficient and effective re-sales service.

8.1 Review the manner in which assignments are dealt with by the Council.

Position Statement Consultation


TBA

8.2 Formalise the Council’s approach to sub-letting and consider establishing a sub-letting data base.

Position Statement Challenge

Commence review by 1/12/03

Officer time Improved Customer Satisfaction levels Database of sub-lets

Level of sublets and annual changes

67



DATE

RESOURCES REQUIRED


OME


PROGRESS

8.3 Maintain accurate data on the level of assignments taking place.

Position Statement Consultation

By 1/12/03 Officer time Improved understanding of the local housing market

Level of assignments Percentage of total lessee

8.4 Undertake survey of right to buy purchasers.

Consultation By 1/4/04 Officer time Improved understanding of the sales process

Survey

9. Ensure that all staff are equipped to provide good standards of customer service.

9.1 Established a structure approach to identifying and meeting the training needs of all staff involved in delivering this service.

Position Statement

By 1/1/04 Officer time Training costs

Improved Customer Satisfaction levels Increased staff satisfaction

Number of training days per staff member. Effectiveness of training

10. Comply with the requirements of the Commonhold and Leasehold Reform Act 2002.

Establish implementation issues Provide training to all relevant staff

30/9/03 In progress